As lead shareholder in each of its core investments, Blue Harbour partners on an exclusively collaborative basis with company management teams to design and implement strategies to unlock significant shareholder value over a two-to-three-year horizon. These strategies are often similar to the str...

Our Team

Emanuel Chirico

Chairman of the Board and Chief Executive Officer, PVH

Advisory Council

Emanuel Chirico has been with PVH for over 20 years and has served as Chief Executive Officer since 2006 and Chairman since 2007. Under Mr. Chirico’s leadership, PVH has become one of the largest apparel companies in the world, including through his engineering of the transformative acquisitions of Tommy Hilfiger in 2010 and Warnaco in 2013. He also played a key role in the 2003 acquisition of Calvin Klein. These transactions, along with others, added new brands and product categories to the PVH portfolio and saw PVH’s business expand beyond North America to include retail, wholesale and licensing businesses covering all major global markets. Previously, Mr. Chirico held a number of financial and operational positions within PVH, including President & Chief Operating Officer and Chief Financial Officer. Prior to joining PVH, Chirico was a Partner at the international accounting firm, Ernst & Young, running their Retail and Apparel Practice Group. Mr. Chirico has always been passionate about giving back to the community. His philanthropic work includes serving on the Board of Trustees of his alma mater, Fordham University (Class of ’79), as well as the board for Save the Children and the Healthcare Chapliancy. He supports the Ronald McDonald House in New York City, and was honored at their 23rd Annual Gala in 2015. Mr. Chirico is also a director of Dick’s Sporting Goods.

As lead shareholder in each of its core investments, Blue Harbour partners on an exclusively collaborative basis with company management teams to design and implement strategies to unlock significant shareholder value over a two-to-three-year horizon. These strategies are often similar to the str...